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1、Workplace Learning Report 20251The rise of career championsWorkplace Learning Report 2025Workplace Learning Report 2025Workplace Learning Report 20252The data in this report comes from three primary sources:interviews with global talent leaders;the annual Workplace Learning survey;and studies of Lin

2、kedIn platform data derived from 1 billion members,14 million jobs,and 5 million profile updates per minute.Read full methodology here.IntroductionThe answer tothe skills crisis hides in plain sight.In a world of constant flux,organizations are only as adaptable as their people and their skills.Toda

3、y nearly half of learning and talent development professionals see a skills crisis,with 49%agreeing,“My executives are concerned that employees do not have the right skills to execute our business strategy.”To address this gap,learning is critical.But new LinkedIn data says theres also more to it.Le

4、arning combined with career development leadership training,coaching,internal mobility,and more accelerates the flow of critical skills to keep pace with business needs.Why is career development a classic idea with new relevance so powerful for adaptability and growth?Consider that career progress i

5、s peoples No.1 motivation to learn.When employees dont move ahead,they leave and take their skills elsewhere.By investing in career development,employers counteract the anxiety that comes with rapid change by building loyalty,energy,and innovation for the next era of work.In short,great companies ar

6、e built on great careers.Read on for data and advice to put career-driven learning into action.Workplace Learning Report 2025ContentsCareer development championsChapter 14The quest to capitalizeChapter 212Making progressChapter 319AcknowledgementsGo deeper with playbooksMethodology Conclusion323536B

7、onusRecommended LinkedIn Learning Courses for 202531Workplace Learning Report 20253Workplace Learning Report 20254Chapter 14Career development championsWorkplace Learning Report 2025Workplace Learning Report 20255What are organizations that embrace career development gaining over those that do not?T

8、o help answer this question,LinkedIn used survey responses to identify where organizations rank on a career development maturity curve,with the most mature qualifying as“career development champions.”The upshot:Only 36%of organizations fall into the career development champions category with robust

9、programs that yield business results.Another 31%have career development programs with limited adoption;and 33%have no initiatives or are just getting started.Organizations that prioritize career development outpace others on key indicators of business success.Chapter 1:Career development championsWh

10、at sets career development champions apart?They measure success with metrics such as internal mobility rate and new skills delivered for the business.are achieving positive business results.100%of companies are career development champions.including internal mobility and leadership development progr

11、ams.They deploy at least 33%more career development tactics than non-champions,36%will maintain or increase their investment in career-driven learning this year.83%Workplace Learning Report 20256 6Career development champions outperform non-champions on a range of positive indicators.Theyre more con

12、fident in their ability to be profitable and to attract and retain talent.Significantly,career development champions are better positioned to reap the benefits of generative AI(GAI)transformation;51%describe their organization as a frontrunner in GAI adoption(at the“leading”or“accelerating”stage),co

13、mpared to 36%of those with weaker career development programs.Stated another way,career development champions are 42%more likely to be frontrunners in GAI adoption compared to all others.How do career development champions outpace others in indicators of business success?Chapter 1:Career development

14、 championsMature career development initiatives correlate with positive outlook for profitability,confidence to attract and retain talent,and GAI adoption.51%36%Percentage who see their organization as accelerating or leading in GAI adoption67%50%Percentage confident in organizations ability to reta

15、in qualified talent71%58%Percentage confident in organizations ability to attract qualified talent75%64%Percentage confident in organizations ability to be profitable6All other respondentsCareer development championsWorkplace Learning Report 2025Leading perspectivesWorkplace Learning Report 20247Wor

16、kplace Learning Report 20257 7“The companies that outlearn other companies will outperform them.”“AI adoption and career development are a unified strategy for agility.”“Making people future-ready is the best strategy to build and retain great talent.”Vidya KrishnanNaphtali BryantAbhijit BhaduriChie

17、f Learning Officer EricssonTalent Development Course AuthorLinkedIn Learning Global Talent Management AdvisorWorkplace Learning Report 20258 8Data gathered from the LinkedIn platform also shows positive outcomes for organizations that prioritize career development.For this analysis,LinkedIn created

18、a Career Development Index that scored organizations on four indicators of career support:commitments on the organizations company page;keywords in job postings;prevalence of leadership development skills within the employee base;and high levels of internal mobility.Based on their scores,companies w

19、ere split into five groups of equal size,called quintiles.The group with the highest scores was compared to the bottom group to see how their results differed.Compared with low-scoring organizations,those with strong index scores are more likely to see three positive outcomes:More employees who enga

20、ge with learning crucial for maintaining a flow of business-relevant skills.Higher rate of promotions an indicator that more employees are achieving impactful job performance.Higher rate of promotions into positions of management and leadership signifying a healthy pipeline of people who have instit

21、utional knowledge and strategic acumen.Organizations scoring high on the Career Development Index have higher rates of engaged learners and job promotions.Chapter 1:Career development championsMedian leadership promotion rateCareer Development IndexBusiness Outcomes3.43.53.02.52.01.51.01weakstrong23

22、452.62.4Median overall promotion rateMedian total employees who engage with learning8Workplace Learning Report 20259 9 9Chapter 1:Career development championsOf course,promotions are not the only way to help employees feel a sense of career progress.Upskilling,coaching,and internal role changes help

23、 people feel valued,engaged,and more likely to stay with their organization.“Employees are saying,I expect you as an employer to help me keep up,and if not,Im going to go somewhere else,”says Josh Bersin,global HR industry analyst.To better understand how employee turnover drains key skills from an

24、organization,an additional analysis of LinkedIn platform data identified the skills most likely to show a net depletion at companies with more than 50 hires and 50 departures.The most at-risk skill?Business strategy the ability to set goals and adjust to changing market forces.Other at-risk skills i

25、nclude strategic planning,sales management,and project planning.All are hard-to-replace skills that require critical thinking,working with uncertainty,and institutional knowledge.of L&D pros agree continuous learning is more important than ever for career success.of organizations are concerned about

26、 employee retention.Providing learning opportunities is survey respondents No.1 retention strategy.91%88%The top 10 skills lost to attrition are the most valuable to the company and the hardest to replace.Marketing strategyManagementBusiness developmentNegotiationTeam leadershipBusiness strategyStra

27、tegic planningSales managementProject planningOperations management67891012345Workplace Learning Report 2025Global perspectives on talent developmentWorkplace Learning Report 202410Workplace Learning Report 20251010“Our employees are the most valuable assets our company has.When we invest in their p

28、rofessional development and skills,they perform well,feel valued,trust our company,and stay with us.”“Intentionally developing and guiding employees through the evolving work landscape is a charge that I encourage talent leaders to embrace in 2025 to unlock employee potential,inspire them to imagine

29、 future possibilities,and catalyze internal talent mobility.”“Investing in our employees career growth and skills is valuable because it enhances job satisfaction,boosts productivity,and fosters innovation.By supporting their development,we create a more motivated and capable workforce,which ultimat

30、ely drives the success and growth of our organization.”Denise BahroDr.Terri HortonMiranda KofoedDigital Learning Consultant TUI MusementWork Futurist&Global Advisor FuturePath,LLCTalent Performance Lead Lowell“Learning to learn will be an important skill in the future to enable employees to keep up

31、and thrive in a world where skills are evolving quickly.Embracing GAI will be a key enabler not only for employees but also for us as talent leaders to build and access personalized career development that is accessible at the time of need,adaptable as skills are changing,and scalable to ensure equa

32、lity of access.”Stephanie ConwaySenior Director,Talent Development LinkedIn“Organizations cannot develop and grow if their people dont develop and grow.”Al DeaFounderThe Edge of Work“The more we invest in our employees learning and building their own career strategy,the more we capture that value in

33、 the future.”Chris FoltzChief Talent Officer IBMWorkplace Learning Report 2025Workplace Learning Report 202411Workplace Learning Report 202511Global perspectives on talent development11“My wish is for companies to make talent development a non-negotiable part of their constitution,because powerful c

34、hange efforts require consistency,courage,and disciplined focus.”“Career management must evolve from a prescriptive function(training plans,career paths)to a predictive function(curation of training content,identification and evolution of skills),while consistently adhering to the principle First wh

35、o,then what.”“Every company should prioritize creating diverse career paths,facilitating access to emerging roles,and anticipating the rise of new skills.These steps help companies adopt a more agile approach to skills management and will also help individuals from various backgrounds and generation

36、s shape the organizations and society of tomorrow.”Crystal Lim-LangeEmmanuelle PaysTiphaine David Le MahierCEO&Co-Founder Forest WolfDirector,HR and Communication ExtiaHead of HR Transformation Groupe Crdit Agricole SA“We bet on our people by recognizing their unique abilities,trusting them with gre

37、ater responsibilities,and giving them opportunities to do the best work of their careers.”Marcella C.NurseSenior Director,Learning&People Development,Talent Management Netflix“Dont think about yourself as only responsible for bringing people in the door or growing their skills think of yourself as a

38、 holistic talent leader.At the end of the day,a talent leaders mission is to make sure we understand business needs and have the talent to address them now and for the future.”Chris LouieHead of Talent Development Thomson ReutersWorkplace Learning Report 202512Chapter 212Workplace Learning Report 20

39、25The quest to capitalizeWorkplace Learning Report 202513Modern organizations must be“tenacious about embracing agility,”says Naphtali Bryant,executive coach and leadership development consultant at RAC Leadership.Together,GAI adoption and career development can be twin engines for future success,ea

40、ch powering the other to unleash productivity,innovation,and adaptability.“Think of it as a unified strategy for agility,”Naphtali says.Taking a more detailed look at the survey data,the research focuses on four stages of GAI upskilling:not yet started,emerging,accelerating,and leading.Career develo

41、pment champions outpace non-champions at both the accelerating and leading levels of GAI adoption indicating the strong relationship between career support and future-facing upskilling.Future-facing organizations are embracing GAI adoption and career development as“a unified strategy for agility.”Ch

42、apter 2:The quest to capitalizeThe state of GAI adoption:Career development champions show significant adoption compared to others.All other respondentsCareer development champions36%51%15 percentage points ahead in GAI adoptionStages 3+4Stage 3:AcceleratingStage 4:LeadingMy organization is reaching

43、 leadership alignment,and has some tools/processes in place for GAI adoption.My organization has broad leadership alignment,comprehensive tools,and strong processes in place for GAI adoption.13Workplace Learning Report 202514Workplace Learning Report 202414Many career development champions view AI a

44、s a competitive advantage that they can scale across their organizations upskilling employees on a wide range of roles and levels of proficiency.For example,administrative assistants benefit from introductory GAI fluency while engineers require highly technical skills to build and deploy AI-based sy

45、stems.And many are acting in line with Naphtalis advice pursuing AI upskilling and career development in equal measure.Compared to non-champions,career development champions are 32%more likely to be deploying AI training programs this year and 88%more likely to offer career-enhancing gig opportuniti

46、es or project-based learning.Even though champions already offer tangible career support for employees,they are 33%more likely to agree that career development is more of a priority this year.So what are the most common best practices for career-building initiatives?Leadership training comes out on

47、top 71%of organizations offer leadership training.The most common career development practices are leadership training and sharing internal job postings.Chapter 2:The quest to capitalizeLeadership training71%Career development plans55%Cross-functional projects45%Internal mobility programs44%Peer lea

48、rning groups31%Job rotation initiatives26%Continuing education support41%Mentorship programs55%Recognition and reward programs50%Sharing internal job openings59%Workplace Learning Report 2025Workplace Learning Report 202515Workplace Learning Report 202515Career development storiesAligning career dev

49、elopment with business strategyCorina Kolbe VP,Talent Success ZillowZillow,the most-visited real estate website in the U.S.,gives most employees the choice to work where they are most productive at home,in the office,or a combination.With our headquarters in the cloud fully distributed,our career de

50、velopment programs align with this business strategy,helping leaders develop skills to succeed with remote teams:strategic thinking,communication,and inclusive leadership.We also emphasize adaptability and emerging technologies like AI.By aligning our Cloud HQ and career development strategies,we se

51、e more job applicants,lower attrition,and a more representative workforce across all 50 U.S.states.Workplace Learning Report 202516Workplace Learning Report 202516Career development storiesBuilding skills for high-demand careersJay ShankarVP,Global Talent Acquisition AmazonAs we strive to be“Earths

52、best employer,”Amazon is breaking down barriers to education access.Our Career Choice program offers front-line employees across our customer fulfillment and transportation network pre-paid tuition to pursue GEDs,college degrees,professional certifications,and more.Since 2012,the program has upskill

53、ed over 200,000 employees across 14 countries.This helps us close skills gaps while supporting employees aspirations.A recent success story:an employee became the first in his family to earn a bachelors degree and now works on our AWS Data Center Ops team.Workplace Learning Report 202517Workplace Le

54、arning Report 202517Career development storiesSupporting careers with frequent one-on-one conversationsKate BoothHead of Learning and Development MinterEllisonAt MinterEllison,one of Australias largest law firms,we identified an opportunity to enhance our senior employees coaching skills for one-on-

55、one conversations with early-career professionals.By employing inquiry-based techniques alongside mentoring and advice,our senior people help colleagues discover solutions,fostering critical thinking,self-directed learning,and growth.This approach exemplifies how we cultivate adaptability and agilit

56、y,encouraging our people to view their career growth as a tree to nurture and shape uniquely,rather than a rigid path marked by generic checkboxes.Workplace Learning Report 202518Workplace Learning Report 202518Career development storiesUsing AI to power career mobilitySpurring growth with microlear

57、ningChris FoltzLan TranChief Talent Officer IBMDirector of Learning Design&Technology McDonaldsAt IBM,we recognize the value in growing our talent.As a leader in enterprise AI and hybrid cloud,were not just looking externally for new skills,were also creating opportunities for our people to upskill,

58、reskill,and pivot their careers.While our HR Talent teams use IBMs watsonx AI technology to analyze employees current skills and aspirations to suggest roles that align with their desired career trajectory,IBMers are also in the drivers seat and can do the same for themselves.At IBM,AI is open,targe

59、ted,trusted,and empowering.IBMers can use the information available to learn what jobs are open,understand the skills that are most sought after,and invest in skilling up not only for the job they have now,but for the one they might want in the future.This includes faster time to proficiency,new opp

60、ortunities for employees to learn and apply skills,and helping everyone understand how achieving their goals unlocks business growth.How do we empower restaurant staff with learning that helps them reach their potential and feel proud of where they work?To support our frontline workers,we reimagined

61、 learning,creating bite-sized experiences in 13+languages and developing immersive simulations or games.In addition to overall improved restaurant performance,this approach encouraged a growth and curiosity mindset among crew members,reduced content overload,and built the skills needed to thrive or

62、carry them into new careers.Today,our Global Core Curriculum enables us to support both our learners and our restaurants.Workplace Learning Report 202519Chapter 319Workplace Learning Report 2025Making progressWorkplace Learning Report 202520Workplace Learning Report 2024Workplace Learning Report 202

63、4Whats standing in the way of bigger leaps forward on career development?A picture emerges:Managers,employees,and talent teams are all stretched too thin to go beyond daily work and make progress for their teams,themselves,and their organizations.Asked to choose the top three barriers standing in th

64、e way of career development,respondents say a lack of time and resources is a glaring pain point:50%say managers lack proper support,45%say employees lack support,and 33%say talent teams themselves lack support.But only 11 percent of survey respondents cite“leadership doesnt value career development

65、”as one of their top three barriers.Clearly,most leadership teams are not standing in the way of career development,but they are also not addressing the systemic challenges to allow managers,employees,and talent teams to properly prioritize it.Talent leaders must bring this story to life for the C-s

66、uite and articulate whats needed to drive bottom-line results.To help this conversation,here are five talent strategy foundations that organizations can adopt to create business value with career development and continuous learning.Five talent foundations can accelerate career-driven learning.Chapte

67、r 3:Making progressWorkplace Learning Report 2025211.Build the right skills,faster.Workplace Learning Report 2025Its a simple idea put the right people,with the right skills,in the right jobs,at the right time.But most talent leaders know that building an agile skills ecosystem is easier said than d

68、one.Artificial intelligence is here to help.While AI is revolutionizing in-demand skills,its also delivering the dynamic,on-demand,and personalized learning technology to help organizations keep up.Organizations no longer need to choose between personalization and scale.And L&D pros are leaning in t

69、o use AI for their own routines 71%are exploring,experimenting,or integrating AI into their work.Other talent development practices that promote speed and agility include tracking skills gap data,creating skills-based career paths,collaborating with executives and talent colleagues,and using skills

70、assessments.Less common across the board:large-scale upskilling initiatives that can be slow-moving and laborious.Not surprisingly,agile practices are more common for career development champions.Check out the Skills Playbook for more tips and strategies.42%31%Working with talent acquisition or othe

71、r HR departments to identify skills for workforce planning40%33%Leveraging skill assessments to validate skills45%32%Working closely with executives to align skilling programs to business strategy48%33%Creating career paths with required skills and course recommendations49%36%Using internal data and

72、 tools to identify skill gapsChapter 3:Making progressAll other respondentsCareer development championsSkills-based talent strategies are more prevalent for career development champions and include greater collaboration with executives and cross-functional HR teams.Workplace Learning Report 202522Wo

73、rkplace Learning Report 202522Build the right skills,faster.Accelerating skill building through closer collaborationKelly SalekDirector of Talent Development TeradyneAI is reshaping skills at lightning speed.To meet the moment,we compressed a 12-month plan to redesign Teradynes core curriculum into

74、45 days.Our mission went beyond rapid upskilling we aimed to foster a culture of continuous learning,strengthen career paths,and boost learner engagement.We embraced an iterative approach with our strategy gathering weekly feedback from functional leaders and tracking real-time data on learners inte

75、rests and skills.By bringing stakeholders in at every step and embracing progress over perfection,weve helped Teradyne become more adaptive and agile.Workplace Learning Report 2025232.Help people and skills move more easily.Workplace Learning Report 2025Focusing on internal mobility helps build an a

76、gile workforce that can apply transferable skills and cross-functional knowledge across the organization.Its not surprising,then,that about half of both career development champions(55%)and all other survey respondents(48%)see internal mobility as a higher priority in the year ahead.How can more org

77、anizations kick-start internal mobility?Collaboration is key.As a whole,career development champions already collaborate more often with other HR partners;47%say theyre working more closely with talent acquisition this year compared with 36%for non-champions,and 55%of champions collaborate with tale

78、nt management compared with 45%of non-champions.Not many organizations have a dedicated internal mobility leader.And even when such a leader is present,internal mobility still requires significant cross-functional work.It pays to begin by convening partners,including talent acquisition and talent ma

79、nagement,to align on goals and share their perspective and expertise.Check out the Internal Mobility Playbook for models,tips,and assessments.Has an internal mobility programInternal mobility is a higher priority for the year ahead55%44%48%24%Chapter 3:Making progressMore than half of career develop

80、ment champions see internal mobility as a rising priority.All other respondentsCareer development championsWorkplace Learning Report 202524Workplace Learning Report 202524Help people and skills move more easily.Creating specific training programs for career advancementJosh AllenGroup Director,Enterp

81、rise Frontline Learning WalmartOpportunity is part of Walmarts DNA.Weve always had a strong culture of promoting from within,with approximately 75%of our salaried managers starting in hourly positions.Were taking that to the next level by creating pathways to the roles that are critical to our busin

82、ess,both today and in the future.For example,weve created pipeline programs that help frontline associates become Walmart truck drivers and technicians two jobs that are facing industry-wide talent shortages.Its a win-win:associates are moving up into careers with greater responsibility and higher p

83、ay,while Walmart is filling key roles that help us deliver for customers and members.Workplace Learning Report 2025253.Measure business impact.Workplace Learning Report 2025Learning and talent development leaders struggle to articulate the value of their work,but the stakes are more important than e

84、ver before.Now is the time to define and gather metrics that demonstrate how investments in career development and skill-building support the organizations highest objectives think productivity and profits.Employee engagement and retention are currently the most common ways to measure the impact of

85、career development.But theres an opportunity to aim higher.“You must be able to answer at least one of these three questions:How will this initiative help you to make money,save money,or mitigate risk for the company?”says Amanda Nolen,co-founder of the consulting firm NilesNolen.Get more advice fro

86、m the Measuring ROI Playbook.Chapter 3:Making progressEmployee engagement and retention are the most common ways to measure the business impact of career development.Percentage of career development champions who use each measurement method.Respondents selected all that apply.1.Employee engagement72

87、%2.3.4.5.6.RetentionPromotionsEmployees developing new skillsInternal mobility rateNone of the above48%64%55%32%5%Workplace Learning Report 202526Workplace Learning Report 202526Measure business impact.Raising the bar for sales performance outcomesJeremy BroomeGlobal Head of Talent VisaVisa is evolv

88、ing rapidly.Our sales team used to focus on landing one value proposition now we have more than 200.To build proficiency across Visas range of products,we have embedded AI-powered training and coaching capabilities into a broader Visa product knowledge and solutions learning program.Now sales teamma

89、tes can learn about the new product/solution value proposition and practice pitches in a safe space,receiving automated feedback without fear of judgment.This new approach and tool has resulted in a 78%increase in confidence with our sellers to pitch Visa products,and 83%of leaders saw value in thei

90、r sellers leveraging the program and tool to practice their pitches.Workplace Learning Report 2025274.Empower managers to support employee careers.Workplace Learning Report 2025The best managers can also claim the title of career development champion.They steer their people to skill-building opportu

91、nities,experiences,and connections that allow them to succeed and lead anywhere.Great managers share their employees accomplishments with others and connect them to people who can help advance their careers.Unfortunately,employees have seen significantly less support from their managers year over ye

92、ar:Only 15%say their manager helped them build a career plan in the past six months a decline of 5 percentage points from 2024.Dramatic drops in manager support for their teams point to widespread drains on manager time.Organizations must provide systems of empowerment to help managers regain their

93、momentum and impact,such as dedicated training and easy-to-use resources.Recognition helps too organizations must shine a spotlight on managers who embrace career-building and internal mobility.Encouraged me to spend time learningChallenged me to learn new skillsRecommended learning materialsHelped

94、me build a career development plan153035202520242025-6%-5%-7%-5%Chapter 3:Making progressThe state of managers:Critical career builders are actually losing steam when it comes to delivering employee support.Percentage of employees who say their manager provided forms of learning and career support.W

95、orkplace Learning Report 202528Workplace Learning Report 202528Measure business impact.Unlocking managers potential as career coachesTapaswee ChandeleSVP of Global Talent,Development&HR System Partnerships The Coca-Cola CompanyPeople managers at many companies are overwhelmed juggling team leadershi

96、p,employee well-being,and their full-time roles.At The Coca-Cola Company,we empathize with this challenge and are evolving how we select,prepare,and support our leaders.Weve implemented rigorous leadership assessments to select the right people for leadership roles upfront and provide cohort-based d

97、evelopment and transparent upward feedback through our performance enablement practice.This approach helps set our people managers up for success by enabling them to better coach,remove roadblocks,and align priorities around the work that matters most.Over the past three years,weve seen significant

98、improvements in how our managers and senior leadership are rated by our people,along with overall satisfaction working at Coca-Cola.Workplace Learning Report 2025295.Inspire individual career growth.Workplace Learning Report 2025No organization can become a true career development champion without t

99、his essential ingredient:giving people a sense of purpose.In fact,84%of employees agree,“Learning adds purpose to my work.”Career development flourishes when employees feel in control of their careers and are inspired to build their own best future.Organizations can offer tools and support systems t

100、hat help employees identify their unique strengths,set career goals,pursue skill-building,and access internal mobility opportunities.The payoff:a workforce motivated to learn new skills and an organization ready to adapt and thrive today and tomorrow.of L&D pros say human skills are increasingly imp

101、ortant.91%Chapter 3:Making progressEmployees see increasing value in learning for adaptability in times of change.“Learning helps me adapt Percentage of employees who agree,during times of change.”49%202220232024202551%64%68%Workplace Learning Report 202530Workplace Learning Report 202530Inspire ind

102、ividual career growth.Personalizing learning to drive continuous growthJenny LinGlobal Head of Learning and Growth SiemensTo respond to rapid changes and talent shortages,we reimagined our approach to learning and growth.We created MyGrowth,a people-centered approach that brings together scalable of

103、ferings and engaging experiences in the areas of self-reflection,learning,and career,connected through continuous dialogues called Growth Talks.With MyGrowth,we are supporting our people to stay relevant and resilient.In addition to 180,000 available learning offerings,MyGrowth entails upskilling an

104、d reskilling through My Skills.This powerful application enables skill assessments,skill gap analysis,and individual skill-based learning recommendations.With MyGrowth,over 254,000 Siemens people are embracing lifelong learning and cultivating a growth mindset.Workplace Learning Report 202531Recomme

105、nded courses to succeed in 2025Critical ThinkingBy Becki SaltzmanDeveloping a Critical Thinking MindsetAnalytics SkillsBy Jamie ChampagneData-Driven Decision-Making for Business ProfessionalsRelationship BuildingBy Emily AnhaltSkills to Build Stronger Work RelationshipsPeople ManagementBy Simon T.Ba

106、ileyGrowing Relationships as a ManagerMentoringBy Madecraft and Ruth GotianBecoming an Inspiring MentorWorkplace Learning Report 2025Workplace Learning Report 202532Survey dataThe LinkedIn Learning 2025 Workplace Learning Report surveyed 937 L&D and HR professionals with L&D responsibilities who hav

107、e some influence on budget decisions,and 679 learners.Surveyed geographies include:North America(United States,Canada);South America(Brazil);Asia-Pacific(Australia,New Zealand,India,Japan,Cambodia,Indonesia,Singapore,Malaysia,Myanmar,Philippines,Thailand,Hong Kong);and Europe(United Kingdom,Ireland,

108、Belgium,Netherlands,Luxembourg,Norway,Finland,Sweden,Iceland,Denmark,France,Germany,Austria).LinkedIn platform insightsAll data reflects aggregated LinkedIn member activity as of September 2024.Behavioral insights for this report were derived from the billions of data points generated by 1 billion m

109、embers,14 million jobs,and 5 million profile updates per minute.Specific analyses are detailed on the next pages.32MethodologyWorkplace Learning Report 2025Workplace Learning Report 202533Career Development IndexTo determine whether companies have a stronger or weaker Career Development Index,Linked

110、In created a tool that assigned more points to companies demonstrating these components of career development index and fewer points to companies not demonstrating as many components of career development index:Career growth:We defined career growth as any point at which an employee took a new posit

111、ion at the same company in the last 12 months and calculated the proportion of all transitions that occurred internally.Leadership skills development:We identified the proportion of employees that have added at least one of 55 leadership skills to their profile while they were employed in a position

112、 at the company in the last 12 months.LinkedIn career commitment:We flagged companies that have added at least one commitment with“Career Growth and Learning”on their LinkedIn Career page for promoting career growth.Career-oriented job posts:We quantified the number of LinkedIn Job Posts from a comp

113、any that mention keywords such as“career growth,”“professional development,”and“promotion”across three major languages(English,French,German).After developing the career development index,companies were split into five groups of equal size,called quintiles,based on increasing values of the index.We

114、then compared the top group,with the highest career development index,to the bottom group,with the lowest,to see how their outcomes differed.The outcomes are defined as follows:Overall promotion rate:We considered all internal promotions that occurred in the last 12 months by the company and calcula

115、ted the percentage of promotions that took place.33MethodologyWorkplace Learning Report 2025Workplace Learning Report 202534Methodology34 Leadership promotion rate:We considered all internal promotions that occurred in the last 12 months by the company and calculated the percentage of leadership pro

116、motions that took place(i.e.member was promoted to a manager role or higher).Number of learners:We calculated the total number of learners that have engaged with LinkedIn Learning content in the last 12 months.Investment in L&D:As per the Executive Confidence Survey,executives were asked to respond

117、if their own company“In the next 6 months,plans to increase,make no change,or decrease financial investments in L&D.”The proportion of companies that responded with“Increase”was calculated.Loss of Critical Skills Due to Employee TurnoverThe skills explicitly added by employees were identified and th

118、e number of hires and departures in a company in the last 12 months were calculated for a given skill.The total departures by total hires for a given skill was calculated as the skill-loss ratio in a company.Finally the median skill loss ratio across all the companies was calculated for a given skil

119、l to identify the loss of critical skills.Fastest Growing SkillsThe skills explicitly added by L&D professionals are identified,and the skills that have seen the largest growth among L&D professionals from September 2023 to September 2024 are classified as Fastest Growing Skills.Workplace Learning R

120、eport 2025Workplace Learning Report 202535AcknowledgementsThis report was informed by insightful contributions from learning leaders around the world,to whom we owe our sincere thanks,including:Josh Allen at WalmartDenise Bahro at TUI MusementJosh Bersin at The Josh Bersin CompanyAbhijit Bhaduri,Glo

121、bal Talent Management AdvisorKate Booth at MinterEllisonJeremy Broome at VisaNaphtali Bryant at RAC LeadershipTapaswee Chandele at The Coca-Cola CompanyStephanie Conway at LinkedInAl Dea at Edge of WorkChris Foltz at IBMDr.Terri Horton at FuturePath,LLCNikki Jones at MinterEllisonVidya Krishnan at E

122、ricssonMiranda Kofoed at LowellCorina Kolbe at ZillowCrystal Lim-Lange at Forest WolfJenny Lin at SiemensChris Louie at Thomson ReutersTiphaine David Le Mahier at Groupe Crdit Agricole SAAmanda Nolen at NilesNolenEmmanuelle Pays at ExtiaMarcella C.Nurse at NetflixAneesh Raman at LinkedInKelly Salek

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